Winshuttle's 2013 Shared Services Survey uncovers the top challenges and concerns faced in Shared Services, how businesses are measuring success and where task automation and technology play a role.
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3. Executive summary
The 2013 Winshuttle Shared
Outsourcing Network (SSON).
758
395
Services Survey was conducted in conjunction with the Shared Services and
participants started the questionnaire
participants (52%), spanning 58 countries, completed the questionnaire
The completed survey responses are taken into account in the preparation of this report, which:
•
Outlines the different functional business areas represented by Shared Services Centers
•
Compares the workload dedicated to different functional business areas
•
Ranks the general challenges faced by Shared Services Centers
•
Compares the occurrence of data and business process concerns
•
Compares success metrics used and investigates the top priority success indicator
•
Explores the existence and prioritization of task automation
•
Compares technology used to support Shared Services Centers
•
Questions the awareness of technology usage
•
Compares the influence Shared Services Centers have on implementing change
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5. Report structure
The findings of the survey are presented in the following structure:
•
Country and Participant Distribution
Page 5
•
Business Functions
Page 8
•
Challenges Faced
Page 16
•
Measuring Success
Page 21
•
Task Automation
Page 25
•
Technology
Page 30
•
Implementing Change
Page 34
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6. 2013 Shared Services Survey Report
COUNTRY AND PARTICIPANT
DISTRIBUTION
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7. Top 30 participant countries by response volume
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8. Survey participant job titles
Manager
28.9%
Director
24.1%
Head / Head of
6.6%
Lead
5.6%
Vice President
4.3%
Consultant
4.3%
Specialist
3.8%
Controller
2.5%
Analyst
2.0%
Transformation
1.8%
Partner
1.5%
Chief Financial Officer
1.0%
Senior Vice President
1.0%
Chief Executive Officer
0.5%
Chief Operating Officer
0.5%
Executive Director
0.5%
0%
5%
10%
15%
20%
25%
Chart shows the percentage of survey participants with job
titles that contained the keyword
• E.g. 1.8% of participants contained Transformation in their
job titles
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30%
35%
9. 2013 Shared Services Survey Report
BUSINESS FUNCTIONS IN
SHARED SERVICES
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10. What percentage of Shared Services Centers are
involved in these business functions?
Sample size: 373
100%
90%
90%
72%
80%
74%
70%
60%
50%
39%
40%
30%
20%
10%
0%
Finance
Human Capital Management / HR
Master Data
The workload analyses for Finance, HR and Master Data business areas
are presented on the following pages
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Other
11. Finance Shared Services Centers
Sample size: 337
What is the average daily workload dedicated to each business function?
70%
60%
59%
60%
50%
40%
Average
30%
25%
20%
20%
24%
17%
Median
20%
10%
10%
0%
Finance
HR
Master Data
In addition:
• 8% only process finance-related tasks
• 37% dedicate 75% or more of daily workload to finance-related tasks
• 64% dedicate half or more of daily workload to finance-related tasks
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Other
12. Finance Shared Services Centers
Sample size: 337
What is the average daily workload dedicated to each type of data activity?
70%
60%
59%
60%
50%
40%
Average
30%
Median
20%
13%
10%
10%
12%
16%
10%
15%
10%
10%
0%
Transactional data
Master data creation
Master data maintenance
Reporting
In addition:
• 3% only process transactional data
• 12% dedicate 90% or more of daily workload to transactional data
• 31% dedicate 75% or more of daily workload to transactional data
• 8% dedicate half or more of daily workload to master data
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Other
13. HR Shared Services Centers
Sample size: 268
What is the average daily workload dedicated to each business function?
60%
50%
48%
50%
40%
30%
30%
23%
20%
18%
20%
Average
26%
10%
10%
0%
Finance
HR
Master Data
In addition:
• 4% only process HR-related tasks
• 9% dedicate 75% or more of daily workload to HR-related tasks
• 19% dedicate half or more of daily workload to HR-related tasks
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Other
Median
14. HR Shared Services Centers
Sample size: 268
What is the average daily workload dedicated to each type of data activity?
70%
60%
57%
60%
50%
40%
Average
30%
Median
20%
14%
10%
10%
13%
16%
10%
15%
10%
10%
0%
Transactional data
Master data creation
Master data maintenance
Reporting
In addition:
• 3% only process transactional data
• 9% dedicate 90% or more of daily workload to transactional data
• 26% dedicate 75% or more of daily workload to transactional data
• 11% dedicate half or more of daily workload to master data
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Other
15. Master Data Shared Services Centers
Sample size: 277
What is the average daily workload dedicated to each business function?
60%
54%
55%
50%
40%
30%
26%
20%
20%
Average
24%
19%
18%
10%
10%
0%
Finance
HR
Master Data
In addition:
• None process master data tasks exclusively
• 1% dedicate 75% or more of daily workload to master data tasks
• 7% dedicate half or more of daily workload to master data tasks
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Other
Median
16. Master Data Shared Services Centers
Sample size: 277
What is the average daily workload dedicated to each type of data activity?
70%
60%
56%
60%
50%
40%
Average
30%
Median
20%
13%
10%
10%
12%
16%
10%
10%
14%
10%
0%
Transactional data
Master data creation
Master data maintenance
Reporting
In addition:
• 6% dedicate 90% or more of daily workload to transactional data
• 23% dedicate 75% or more of daily workload to transactional data
• 10% dedicate half or more of daily workload to master data tasks
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Other
18. What is the main challenge faced by Shared Services
Centers?
Expanding the business
offering
Reducing cost per
transaction
4.1
Automating manual tasks
3.1
4.0
4.1
Integrating spreadsheets
that we currently use
5.7
3.9
Reducing process variance
2.5
Reducing communication
and transparency gaps
Improving business
process efficiency
Participants ranked challenges in order of priority for their Shared Services Centers.
Cumulative ranking (lowest number represents highest priority) produced the top 3 challenges:
•
•
•
Improving business process efficiency
Automating manual tasks
Reducing process variance
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19. The effect of request formats
What percentage of Shared Services Centers receive requests in the following formats?
Phone calls
72%
Text in the body of an email
71%
Scanned document (e.g PDF) by email
55%
Excel spreadsheet by email
50%
Electronic interface directly to your systems
44%
Word document by email
39%
Online form feeding an online work list
32%
Other
7%
0%
10%
20%
30%
40%
50%
60%
70%
80%
What percentage of Shared Services Centers using these formats experience the top
3 challenges?
Top 3 challenges
Improving business process efficiency
Automating manual tasks
Reducing process variance
SSCs receiving phone call requests
31%
22%
7%
SSCs receiving text requests
33%
21%
6%
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20. Data challenges and concerns
What percentage of Shared Services Centers have the following data concerns?
66%
Receiving incomplete or incorrect data
Manual rekeying of data into the ERP system
46%
Avoiding duplication of data
44%
Lack of data validation before loading
41%
Corrupt data already in the ERP system
29%
Time taken to perform bulk changes
27%
We are not concerned about data challenges
6%
Other
4%
0%
10%
20%
30%
40%
50%
60%
70%
What percentage of Shared Services Centers have the Top N data concerns?
Top 2 = Receiving incomplete or incorrect data & Manual rekeying of data
into the ERP system
34%
18%
Top 3 = Top 2 & Avoiding duplication of data
Top 4 = Top 3 & Lack of data validation before loading
12%
Top 5 = Top 4 & Corrupt data already in the ERP system
8%
Top 5 = Top 4 & Time taken to perform bulk changes
5%
0%
5%
10%
15%
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20%
25%
30%
35%
40%
21. Business process challenges and concerns
What percentage of Shared Services Centers have the following process concerns?
Business rule changes are difficult to implement
49%
26%
Workflow changes would be costly
26%
Workflow changes require technical resources which we don't have
No workflow tools are in use
25%
Workflow processes are limited to ERP users
23%
Business processes are driven by email only
17%
Workflow changes require technical resources which we do have
15%
Other
14%
0%
10%
20%
30%
40%
50%
60%
What percentage of Shared Services Centers have the Top N business process concerns?
13%
5%
Top 4 = Top 3 & No workflow tools are in use
2%
Top 5 = Top 4 & Workflow processes are limited to ERP users
1%
Top 6 = Top 5 & Business processes are driven by email only
1%
0%
Top 2 = Business rule changes are difficult to implement & Workflow
changes would be costly
Top 3 = Top 2 & Workflow changes require technical resources which we
don't have
2%
4%
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6%
8%
10%
12%
14%
23. Metrics used to measure success
What percentage of Shared Services Centers use the following metrics?
SLA adherence
Customer satisfaction
Processing duration
Productivity per employee
Cost per transaction
Productivity per process
Cost per employee
Rejection rates
Revenue per employee
Other
73%
72%
58%
51%
46%
43%
40%
39%
13%
9%
0%
10%
20%
30%
40%
50%
60%
70%
80%
What percentage of Shared Services Centers use the top N metrics?
Top 2 = SLA adherence & Customer satisfaction
57%
Top 3 = Top 2 & Processing duration
36%
Top 4 = Top 3 & Productivity per employee
22%
Top 5 = Top 4 & Cost per transaction
16%
Top 6 = Top 5 & Productivity per process
10%
Top 7 = Top 6 & Cost per employee
7%
Top 8 = Top 7 & Rejection rates
6%
0%
10%
20%
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30%
40%
50%
60%
70%
24. Measuring Success
Sample size: 288
Of the Shared Services Centers that use SLA adherence as a measure of success:
Measure processing duration
62%
Can't track the handover of process steps
57%
Can't report on lead times
35%
Only have workflow processes for ERP users
25%
Have no workflow tools in place
24%
Can only measure call opened and call closed times
24%
Only use email as the business process driver
16%
0%
10%
20%
30%
40%
50%
60%
70%
In addition:
• 81% rank improving business process efficiency as a top 3 priority
• 41% rank reducing process variance as a top 3 priority
• 25% rank reducing communication and transparency gaps as a top 3 priority
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25. Measuring Success
Sample size: 288
Of the Shared Services Centers that use SLA adherence as a measure of success:
67%
Are concerned about manual rekeying of data into the ERP system
47%
Are concerned about avoiding duplication of data
44%
Are concerned about a lack of data validation before loading
40%
Are automating 25% or fewer of their repetitive tasks
35%
Are concerned about corrupt data already in the ERP system
31%
Are concerned about the time taken to perform bulk changes
26%
Have no repetitive task automation in place
3%
0%
Receive incomplete or incorrect data
10%
20%
25
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30%
40%
50%
60%
70%
27. How many different tasks do resources handle?
1
3%
2 to 3
7 or more
30%
37%
30%
4 to 6
Task:
• Unit of activity within a data maintenance process that contributes to the completion of that process
• Examples:
• Creating cost centers
• Changing salaries
• Approving supplier invoices
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28. What percentage of Shared Services Centers are
automating a portion of repetitive tasks?
Automating
more than 75%
Automating 51% to
75%
6%
Automating
none
5%
Automating up to
25%
18%
36%
35%
Automating 26% to
50%
Automation:
• Automatic operation of a process or system
• Example:
• Using a data upload program to change thousands of customer
payment terms
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76% are automating half or fewer
of their repetitive tasks
41% are automating a quarter or
fewer of their repetitive tasks
29. How do you prioritize task automation?
30%
25%
25%
25%
19%
20%
17%
17%
15%
Automation ranked as top priority
Automation ranked as lowest priority
10%
6%
5%
6%
5%
4%
4%
0%
None
Up to 25%
26 to 50%
51 to 75%
Current level of task automation
More than 75%
Of the full set of survey participants:
• 22% ranked automation as top priority
• 58% ranked automation within the top 3 priorities
• 74% ranked automation within the top 4 priorities
• 84% ranked automation within the top 5 priorities
• 5% ranked automation as lowest priority
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30. If you could automate or improve your processes,
how would you change Shared Services operations?
Shift towards quality management
58%
Expand business scope
56%
Reduce headcount
39%
Consolidate/merge geographical locations
32%
We would not reorganise our teams
8%
Other
3%
0%
10%
20%
30%
40%
50%
60%
70%
Combined actions:
36%
24%
22%
19%
15%
14%
Shift towards
quality management
X
X
X
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Expand business
scope
X
X
X
X
Reduce
headcount
Consolidate/merge
locations
X
X
X
X
X
X
Of the Other
proposed actions,
44% would outsource
menial tasks
32. Which ERP systems are you using?
47%
SAP
Oracle
32%
Custom-built applications
30%
Other
15%
SAP and custom-built applications
13%
SAP and Oracle
11%
JD Edwards
8%
None
7%
5%
5%
0%
SAP, Oracle and custom-built applications
SAP and JD Edwards
5%
10%
15%
20%
25%
30%
35%
40%
79% of Shared Services Centers use SAP or Oracle as an ERP provider
Heterogeneous software landscapes are common, with:
• 13% using SAP and custom-built applications
• 11% using SAP and Oracle
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45%
50%
Complex technology landscapes face
challenges including:
• Data separation
• Data cleansing
• Data synchronisation
• Process monitoring
33. Do you analyse ERP user activity?
We do not analyse user activity
41%
We analyse user activity
40%
We analyse activity for SSC users
36%
We analyse activity for non-SSC users
19%
We analyse activity for SSC & non-SSC users
15%
0%
5%
10%
15%
20%
25%
30%
35%
40%
45%
In addition:
• 13% of Shared Services Centers target new business based on ERP user activity
• 19% of Shared Services Centers target new business based on other metrics
Usage analytics offers great insight into the status quo of ERP systems, including:
• Whom the top users are
• Where automation or roundtrip data maintenance opportunities exist
• Which compliance issues may exist
• Which user behaviour patterns warrant workflow procedures
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34. Which non-ERP technology are you using?
SharePoint
58%
Web Forms (other than InfoPath)
27%
A third party Workflow
24%
SharePoint Workflow
15%
14%
Other
14%
Adobe Interactive Forms
InfoPath
6%
0%
10%
20%
30%
40%
50%
60%
70%
Of the Other non-ERP technologies:
• 14% use in-house applications
• 14% use scanning / OCR applications
Non-ERP tools contribute additional challenges, including:
• Change requests between Shared Services Centers and outsource providers
• Dependence on technical resources
• Lead times to implement solutions
• Ownership and maintenance of delivered solutions
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36. What impact does your Shared Services Center
have on process change?
The SSC leads and implements process change
61%
The SSC takes direction but implements locally
30%
10%
The SSC only measures the impact of change
9%
The SSC has no role in process change
Other
4%
0%
10%
20%
30%
40%
50%
60%
70%
Additional change driver circumstances were uncovered, including:
• Shared Services Centers implementing change in conjunction with clients
• Subject matter experts/owners leading change iterations and optimization steps
• Process information experts from IT departments leading the process
• Transformation teams within the Shared Services Center assisting with improvements
• Differing approaches based on the nature of the change required
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38. Foundation for Continuous Improvement
Winshuttle’s no-code design tools and rapid
deployment capabilities allow business and Shared
Services users to accelerate continuous improvement
initiatives without taxing IT resources.
The following capabilities provide options to address
many of the challenges highlighted in this survey
report:
•
•
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Workflow Automation: Create workflow routines that
structure the routing and approval of data based on roles
and criteria.
•
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Data Entry: Record scripts and web services that
automatically post data to SAP from forms or spreadsheets,
error free and without manual re-entry.
•
Visit winshuttle.com/sharedservices for more information.
Data Collection: Use web forms or managed spreadsheet
templates instead of complex user interfaces to quickly
gather and consolidate data from disparate users.
Governance and Control: Implement central policies that
maintain SAP security and promote compliance with
standards and policies. Establish centralized form and
template libraries that eliminate ungoverned macros and
unstructured routines.
39. Success story – A.P. Moller-Maersk
Hear how A.P. Moller-Maersk chose Winshuttle as a
solution for eliminating ungoverned Excel macros and
reducing local process variance.
“Nine months into the project we saw our investment paid back.”
-Karsten Lund, Director-Finance & Accounting Processes,
GSC, A.P. Moller-Maersk
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40. Success story – Anglo American
Hear why Anglo American selected Winshuttle as their process improvement
solution for dramatically increasing processing speed and efficiency in their Global
Shared Services Center without increasing headcount.
“Volumes that would take a person a week to process before Winshuttle now take one day. ” Trevor Erlank, Project Manager, GSC/Accounting Services, Anglo American
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41. Where to next?
Find out how Winshuttle can assist your:
SAP Finance processes - visit winshuttle.com/finance
SAP Master Data processes - visit winshuttle.com/masterdata
Learn more about Winshuttle’s no-programming products
and solutions:
View or register for a webinar
View a product demonstration
Explore the Winshuttle TV YouTube channel
Browse the Winshuttle Community site
Find out more about the challenges that companies faced, decisions
they made, and the benefits they realized by implementing Winshuttle:
Read a case study on one of our customers.
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For a quick reply contact info@winshuttle.com
42. Contact information
Global contact: info@winshuttle.com
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Luxembourg
United Kingdom &
Ireland
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House, 1 Hartfield Rd
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+44 (0) 208 545 9500
sales-europe@winshuttle.com
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Switzerland
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94700 Maisons-Alfort,
France
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info@winshuttle.fr
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27570 Bremerhaven,
Germany
+49 (0) 471 140 840
sales@winshuttle-software.de
20021 120th Ave. NE,
Ste 101
Bothell, WA 98011,
USA
+1 (800) 711-9798
sales@winshuttle.com
+1 954 237 5008
juancarlos.gomez@
winshuttle.com
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+ 34 91 781 70 28
laura.espinosa@
winshuttle.com
India & Rest of Asia
5th Floor, Block 1
CyberPearl IT Park
Hitec City, Madhapur
Hyderabad - 500081
+91 40 42305555
abid.mohammed@
winshuttle.com
North America
Latin America
Spain, Portugal & Italy
Middle East / Africa /
Rest of Europe
+44 (0) 208 545 9500
chris.town@winshuttle.com
Australia & NZ
+ (800) 711-9798
nick.petti@winshuttle.com
43. Please visit our website for customer interviews,
product demos, white papers, case studies, and more:
www.winshuttle.com/resources
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44. Thank you for viewing our deck!
Watch this quick video to learn more about Winshuttle
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